Note: For budgetary and therefore cost efficiency purposes, the final decisions in regard to the Foundations Management structure will be determined in line with on-going development, schedules and available funding.
In the early stage of the EOF’s development, members of the foundation’s management team must assume multiple responsibilities.
EOF will always strive to maximise the use of donor funds by keeping our overheads low, therefore, initially the subcontracting of services and out-sourcing these various resources will be key.
Future Appointments in line with non-profit organisation development will require:
President and Chairman of the Board
Treasurer and Member of the Board
Secretary and Member of the Board
Senior Vice-President and Member of the board
Chief Executive Officer (CEO): Responsible for the entire operations of EOF and reports directly to the chairman and board of directors. It is the CEO's responsibility to implement board decisions and initiatives and to maintain the smooth operation of EOF, with the assistance of senior management. CEO will also be designated as the Foundations president and therefore also be one of the inside directors on the board.
Chief Operations Officer (COO): Responsible for the EOF's operations, the COO looks after issues related to marketing/media, sales, fund-raising, IT, research, development, production and personnel. More hands-on than the CEO, the COO looks after day-to-day activities while providing feedback to the CEO.
Chief Finance Officer (CFO): Also reporting directly to the CEO, the CFO is responsible for analysing and reviewing financial data, reporting financial performance, preparing budgets and monitoring expenditures and costs. The CFO is required to present this information to the board of directors at regular intervals and provide this information to shareholders and regulatory bodies.
External Board Members/Trustees: will include a scientist, lawyer, educator, researcher and media professional.
Audit: Provides board oversight & review of EOF’s monthly books and annual financial audit. Will monitor financial health of EOF on quarterly and annual basis. Will consist of two internal board members and one outside board member with CFO experience.
Finance: Recommends financial policy, reviews annual budgets for board approval and monitor/review monthly fund-raising progress. Will consist of two internal board members and one outside board member with CFO experience.
Development: Recommends and reviews resource development, fund-raising / marketing, logistics and activities. Will consist of two internal board members and one outside board member.
Governance: Will review and recommend accountability and transparency policy, conflict-of-interest issues and annual performance of EOF. Will consist of two internal board members and one outside board member with a law background.
Expedition: Will review and recommend the building of the vessel, film Production Company, location and logistics for filming and on location technical issues for EOF’s documentary series. Will consist of two internal board members and one outside board member.
Education: Will review and recommend the development and strategy of EOF’s educational programme. Will consist of two internal board members and one outside board member with an educational background.
Environmental: Will review and recommend EOF’s environmental policies and accountability, both internally and as it relates to corporate donors & partners.
The Board of Trustees are responsible for the overall governance and strategic direction of the charity, developing the organisation’s aims, objectives and goals in accordance with the governing document, legal and regulatory guidelines.
To ensure that the charity and its representatives function within the legal and regulatory framework of the sector and in line with the organisation’s governing document, continually striving for best practice in governance.
To uphold the fiduciary duty invested in the position, undertaking such duties in a way that adds to public confidence and trust in the charity.
To determine the overall direction and development of the charity through good governance and clear strategic planning.
To maintain absolute confidentiality about all sensitive/confidential information received in the course of trustee’s responsibilities to the charity.
As the board is responsible and liable for the governance and functioning of the charity, they are accountable in varying degrees to a variety of stakeholders, including: service users, members, funders, and the Charity Commission.
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